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Acerca de Mongo:
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"Competitive intensity is rising all over the world. Global competition and the web have given customers more choices that they have ever had before. This means customers can choose from an ever-widening set of choices, and it seems that variety only breeds more variety. The more choices that become available, the more choices people want.
Customers have lots of things they are trying to do, and lots of ways they are trying to do them. And you have lots of competitors who are trying to offer them better, cheaper, faster, easier ways to do those jobs.
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In the coming century the world will create a lot of variety. This is great for individuals but creates a real problem for companies.
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From drugs to microchips, from food service to entertainment, your customers will be throwing a lot of variety at you. They will demand more from you. They will want better quality, and they will want it faster and cheaper. They will expect you to respond quickly to their demands for personal and customized services. This change is real and it’s accelerating."
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Se a variedade vai aumentar... convém recordar a Lei de Ashby:
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"You can reduce variety by simplifying your system and finding ways to limit your inputs.
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You can absorb variety by developing a capability to accept a wider variety of inputs into the system.
You can absorb variety by developing a capability to accept a wider variety of inputs into the system.
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In the real world you probably will want to reduce variety in some parts of your business and absorb it in others. Tradeoffs like this are at the core of company strategy and design."
In the real world you probably will want to reduce variety in some parts of your business and absorb it in others. Tradeoffs like this are at the core of company strategy and design."
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Por fim, o problema que representa a normalização, a uniformização, num mundo que aspira à variedade:
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"Another core idea from the industrial revolution is the concept of, interchangeable parts. Standardization does make it easier to mass-produce quality products. Standards also make it easier to connect things.
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We run into problems, though, when we try to apply standards to things that inherently have a high degree of variety: for example, a customer service call. Customer problems come in all shapes and sizes, and even problems that might seem very similar on the surface can be subject to a lot of variability based on the context.
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We have gotten so used to the idea of standards as a good thing that we tend to apply them in the wrong places. For example, consider the idea of a “best practice.” The concept of a best practice assumes that there is one “best way” to solve a problem: that every problem can be isolated from its context, and a single best way of solving it can be described and shared. Unfortunately, this has caused a lot of problems in the business world, because it’s impossible to isolate problems from their context.
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A system is not just the sum of its parts. What makes a system work is not the parts in isolation, but the interactions between them, and the inherent tradeoffs that must be made to achieve different kinds of system performance. Standardization is something you apply to the parts of a system, not a whole. A best practice from one company, or from one part of a company, cannot necessarily be applied successfully elsewhere."
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We run into problems, though, when we try to apply standards to things that inherently have a high degree of variety: for example, a customer service call. Customer problems come in all shapes and sizes, and even problems that might seem very similar on the surface can be subject to a lot of variability based on the context.
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We have gotten so used to the idea of standards as a good thing that we tend to apply them in the wrong places. For example, consider the idea of a “best practice.” The concept of a best practice assumes that there is one “best way” to solve a problem: that every problem can be isolated from its context, and a single best way of solving it can be described and shared. Unfortunately, this has caused a lot of problems in the business world, because it’s impossible to isolate problems from their context.
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A system is not just the sum of its parts. What makes a system work is not the parts in isolation, but the interactions between them, and the inherent tradeoffs that must be made to achieve different kinds of system performance. Standardization is something you apply to the parts of a system, not a whole. A best practice from one company, or from one part of a company, cannot necessarily be applied successfully elsewhere."
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Lembram-se da minha crítica à malta da Qualidade encalhada na normalização?
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